I think Tan clearly laid it out in his email to employees--really to all stakeholders, since it was published on the Intel website. His "three strategic pillars of growth" are 1) get foundry capex under control, 2) revitalize x86 (the current breadwinner), and 3) do AI (the future breadwiner).
Here's the problem with those pillars: they aren't pillars. They work against each other, not together. They're mutually exclusive.
It's impossible for Intel to cut capex on foundry and accomplish the other two goals at the same time - because foundry was always their primary competitive advantage. They can never compete with Nvidia/Apple/AMD if they are planning to show up a year late to the party to buy TSMC's leftover capacity - and they can't afford to be first in line. Even if they could, that would mean a far more expensive unit cost than when they do it in house.
x86 vs AI is also a problem. If Intel focused their priority on either one, it would pull customers away from the other. That doesn't necessarily have to be true if they were growing rapidly and had unlimited resources to find some synergy to boost both businesses. The two options don't have to be mutually exclusive, a company with leadership in one could afford to become the leader of both.
Going back to the importance of foundry capex - if tomorrow some company with mediocre designs like MediaTek or VIA jumped in and magically had a way to build silicon 10x better than what TSMC has, then any garbage design they are selling would become the leader in both categories overnight. It's technically possible for one company to be the best in both general compute and AI.
But Intel doesn't get to become the best at both, because Intel is in a death spiral. Their lack of current technical leadership (and stated unwillingness to spend what it takes to regain that leadership) means they won't win new business. Intel has an existing pool of customers, who are sticking around primarily for convenience - and will eventually run out. It's right there in the press release, they will only build to meet existing demand.
If Intel's foundries jumped ahead to near-parity with TSMC, then they might have the resources to regain lead in either general compute or AI.
But trying to become leader in both categories at the same time, while also trying to cut costs, sell-off any potential untapped technical advantages,
and share a foundry with your competitors?
Absolutely impossible. Impossible isn't a strong enough word. It's a ridiculous approach to bleeding edge. We're talking about a ~$90 Billion company who's going to need to outbid Nvidia, who's CEO alone has a personal net-worth over $140 Billion. If Intel ever manages to make anything even remotely threatening to Nvidia, they they're going to get eaten.
I think CEO Lip-Bu Tan was put into place because he knows how to help the board cash-out: De-clutter the junk and put the house on the market. I can't say for sure what the real strategy is, but to me I don't think that Lip-Bu Tan is a complete idiot. I just think he was hired because he is incredibly well-connected with potential buyers of the company, and he knows how to (legally) rob investors.
Or maybe they hope that Musk, Ellison, or Huang will get bored and just buy the brand to hang on their wall as some kind of weirdo hunting trophy.